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Our Agile Tales

Author: Mun-Wai Chung & JF Unson

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Once upon a time, in an agile land, we navigate corporate levels and political waters to transform the business to be adaptable to this forever changing world. We are excited to share with you our agile journey. Enjoy our tales as we weave our stories together, sometimes with others, on our podcasts.
12 Episodes
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What’s it like to work at the cusp of a radical company that’s breaking all the rules, including Agile as most people know it?  From 3-hour sprints to very short-lived teams, we’re chatting with Joe Justice about Elon Musk’s desire and drive to innovate quickly. The result is tangible organizational agility at Tesla. We’re going to cover everything about agility, from HR (Episodes 1-2), Finance (Episodes 3-4) and Management (Episode 5) to applying agile methods to product development and hardware.
What’s it like to work at the cusp of a radical company that’s breaking all the rules, including Agile as most people know it?  From 3-hour sprints to very short-lived teams, we’re chatting with Joe Justice about Elon Musk’s desire and drive to innovate quickly. The result is tangible organizational agility at Tesla. We’re going to cover everything about agility, from HR (Episodes 1-2), Finance (Episodes 3-4) and Management (Episode 5) to applying agile methods to product development and hardware.
What’s it like to work at the cusp of a radical company that’s breaking all the rules, including Agile as most people know it?  From 3-hour sprints to very short-lived teams, we’re chatting with Joe Justice about Elon Musk’s desire and drive to innovate quickly. The result is tangible organizational agility at Tesla. We’re going to cover everything about agility, from HR (Episodes 1-2), Finance (Episodes 3-4) and Management (Episode 5) to applying agile methods to product development and hardware.
What’s it like to work at the cusp of a radical company that’s breaking all the rules, including Agile as most people know it?  From 3-hour sprints to very short-lived teams, we’re chatting with Joe Justice about Elon Musk’s desire and drive to innovate quickly. The result is tangible organizational agility at Tesla. We’re going to cover everything about agility, from HR (Episodes 1-2), Finance (Episodes 3-4) and Management (Episode 5) to applying agile methods to product development and hardware.
What’s it like to work at the cusp of a radical company that’s breaking all the rules, including Agile as most people know it?  From 3-hour sprints to very short-lived teams, we’re chatting with Joe Justice about Elon Musk’s desire and drive to innovate quickly. The result is tangible organizational agility at Tesla. We’re going to cover everything about agility, from HR (Episodes 1-2), Finance (Episodes 3-4) and Management (Episode 5) to applying agile methods to product development and hardware.
Did your enterprise agile transformation start with the Finance and HR departments? No? You are not alone. Are they on the roadmap to be next? Maybe they should be…Agile is a mindset and a habit, using some frameworks and practices. However, it is hard to be agile when we need to provide all the answers at the end of each year for the entire following year or when we report in a waterfall manner. So, the way we do budgeting, forecasting, performance assessment, rewards & recognition, and cost control can be either enabling or hindering agility. In this podcast, we’ll walk through an example of how we transform the whole organisation by stealth by evolving the Finance and HR departments. By evolving it this way, you achieve the transformation at a fraction of the price of traditional transformation programmes.
After looking at middle management's, team's and individual's resistance from both the US' and the UK's perspectives in Episode 4 & 5, comparing and contrasting the manifested behaviours of resistance to Agile - both overt and covert forms, and seeing how the people perceive and react to them, we now dive deeper into understanding the various sources of the resistance.  Through the US and UK viewpoints, are we going to find the problems divergent across the pond, or are they ubiquitous? And would we be able to find the same solutions to the middle management, team and individual resistance problem?
Continuing from Episode 4,  we look at middle management's, team's and individual's resistance, this time, from the UK's perspective. We’ll compare and contrast the manifested behaviours of resistance to Agile - both overt and covert forms. We'll also see how the people perceive and react to them. 
The Agile Manifesto came out in 2001. Today, it seems that everyone is on the Agile bandwagon, making it fairly common in many workplaces. Still, whether a company is already established with Agile or just starting on their Agile journey, resistance to Agile, abounds. How is that manifested in such organizations? Where are the sources of the opposition? Do they come from People? Executives? Middle management? Individuals? All of the above? Or do they come from departments such as Engineering? HR? Program Management? Everywhere?In Episodes 1-3, we looked at senior management’s resistance from both the UK’s and the US’ perspectives. This time, we'll look at middle management's, team's and individual's resistance from the US' perspective. We’ll compare and contrast the manifested behaviors of resistance to Agile - both overt and covert forms. We'll also see how the people perceive and react to them.
After looking at senior management's resistance from both the US' and the UK's perspectives in Episode 1 & 2, comparing and contrasting the manifested behaviours of executive resistance to Agile - both overt and covert forms, and seeing how the people perceive and react to them, we now dive deeper into understanding the various sources of senior management resistance.  Through the US and UK viewpoints, are we going to find the problems divergent across the pond, or are they ubiquitous? And would we be able to find the same solutions to the senior management resistance problem?
Continuing from Episode 1,  we look at senior management's resistance, this time, from the UK's perspective. We’ll compare and contrast the manifested behaviours of executive resistance to Agile - both overt and covert forms. We'll also see how the people perceive and react to them. 
The Agile Manifesto came out in 2001. Today, it seems that everyone is on the Agile bandwagon, making it fairly common in many workplaces. Still, whether a company is already established with Agile or just starting on their Agile journey, resistance to Agile, abounds. How is that manifested in such organizations? Where are the sources of the opposition? Do they come from People? Executives? Middle management? Individuals? All of the above? Or do they come from departments such as Engineering? HR? Program Management? Everywhere?Introducing Episode 1 of “A Tale of Two Agile Worlds”:Here, we'll look at senior management's resistance from the US' perspective. We’ll compare and contrast the manifested behaviors of executive resistance to Agile - both overt and covert forms. We'll also see how the people perceive and react to them. 
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